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Old School Community Engagement

September 24, 2013

by:

Joe Patti

Apropos of my post yesterday about community engagement, the term has so recently been bandied about as something arts organizations should aspire to, it is easy to forget that it isn’t a new idea.

Bread and Puppet, for example, turns 50 this year. They started out in the streets, in the community giving people bread alongside the performances and involving members of the community in their performance.

They may be viewed as agitprop rabble rousers, but the philosophy founder Peter Shumann espouses about his work pretty much parallels the current thought about how the arts should be integral to a community:

“We give you a piece of bread with the puppet show because our bread and theater belong together. For a long time the theater arts have been separated from the stomach. Theater was entertainment. Entertainment was meant for the skin. Bread was meant for the stomach. The old rites of baking, eating and offering bread were forgotten. The bread became mush. We would like you to take your shoes off when you come to our puppet show or we would like to bless you with the fiddle bow. The bread shall remind you of the sacrament of eating.

We want you to understand that theater is not yet an established form, not the place of commerce you think it is, where you pay to get something. Theater is different. It is more like bread, more like a necessity. Theater is a form of religion. It preaches sermons and builds a self-sufficient ritual.

Bread and Puppet’s Cheap Art Manifesto, written 20 years ago, further echoes current sentiments about the value of art.

Cheap Art is not an easy life style though. While the group has endured for 50 years, they haven’t amassed a fortune in the process. From what I have read over the years, their work is fueled as much by passion and sweat today as it was 50 years ago.

The article I link to about the 50th anniversary, suggests Schumann doesn’t feel he has made the impact he had hoped.

While it probably isn’t in the direction Schumann had hoped, his work did have an impact on me. When I was an undergraduate in the late 80s, Bread and Puppet was invited to work with the students to create a performance. If I recall correctly, the piece was protesting the destruction brought about by damming a river to build a hydroelectric plant.

But what impressed me was Schumann’s ability to improvise his show according to the facilities and number of people he had available. My conception of plays to that point was based in the execution of concrete set of lines, stage directions and set pieces.

I recall that the school hadn’t been able to recruit the number of students he had asked for. I thought Schumann would be angry—again based on the idea that shows required a specific number of people. But he and his team just made do and we got an opportunity to work with those great larger than life puppets. The result was pretty visually interesting. (Yeah, I know he didn’t invent improvised performance and the revelation would have certainly come at some point.)

I didn’t go on to protest the construction of environmentally unfriendly projects, but I do still have a poster and the experience has informed programming decisions I have made.

I presented long time Bread and Puppet collaborator, Paul Zaloom at one point. And my college experience with Bread and Puppet was the basic inspiration for a site specific work I commissioned in conjunction with another performance group to provide a similar experience to another set of students. A fair bit of the work I have done in recent years has been about providing a venue for local artists to give voice to elements of their community.

I am sure the memory of that one weekend working with Bread and Puppets has contributed to my conviction about the value of the arts as practice and experience.

At some point in our lives, maybe we all need an encounter with a madman with wild hair who comes with challenging ideas in one hand and a loaf of bread offered in the other.

I was about to suggest that it would be good to sometimes be that madman for our communities, but I realized it takes experience to make the product in both hands palatable.

Art(ist) Education, Arts in an Age of Technology, State of the Arts, Working In The Arts

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Info You Can Use: Resources For Developing Community Engagement

September 23, 2013

by:

Joe Patti

I have been reading a fair bit lately accusing arts organizations of paying lip service to the concepts of connecting and building relationships with the community. The suggestion is this is something of a euphemism for “what is the least I have to do to convince people to see my show?”

While there may be some truth to this, there are a number of arts organizations who sincerely wish to forge stronger bonds with their communities.

The Association of Performing Arts Presenters recently released a resource for those wishing to develop community engagement activities.

The 14 members of the Leadership Development Institute, comprised of presenters from across the country developed the content for “A Cooperative Inquiry: How Can Performing Arts Organizations Build and Sustain Meaningful Relationships with Their Communities?”

They organize the content into the following areas:

Making the Case – Why is it important to know and connect with community?

Building an Organizational Culture – Why is it important to integrate community engagement into a presenter’s mission/strategic plan?

Connecting with Your Community – How should geographic, socioeconomic and political realities of the community inform an organization’s approach?

Involving Artists – How should artists – who are key stakeholders in the arts ecology – be involved in connecting their work with communities?

Evaluating Impact – How can evaluation serve internal learning and enhanced community engagement?

The material gets the old Butts in the Seats seal of approval because it offers practical solutions. Being part of the Leadership Development Institute requires that you discuss the theories, go back and try to implement what you discussed within the context of your organization and then come back and report to the whole group.

As a result, most of the five areas listed above ends with a “How It Works In Practice” section discussing what did and didn’t work for some of the participants. Each area also has a worksheet associated with it to help guide discussions and planning.

The areas that I read with the greatest interest were the first two, making the case and building organizational culture. It seems to me that if you don’t have a clear understanding of your goals and investment by the staff, all your efforts are likely to come to naught.

I liked the five sample generic case statements they provided because they ran the gamut from invoking Aristotelian ideals to the short and practical,

“Unless our arts organizations continually evaluate our missions and evolve our programming to reflect the communities in which we serve, we run the risk of becoming irrelevant and impotent as a force for social and cultural change in our cities.”

I also appreciated that there was one specifically geared to university campus based art organizations.

When it came to making statements about who the community you served was and who you would like to connect to, I liked their suggestion that an arts organization work a little backwards and start by examining a performance or event that you deemed culturally successful and determine what made it important and relevant.

This appealed to me because so often statements about mission and who you serve are very aspirational. That is how it should be.

But often looking at these statements in the context of an event you feel was successful might contradict some of that self-image if the community you think you are serving well isn’t participating in your greatest successes.

On the other hand, you may discover that you have made greater strides in serving a community than you imagined when you recognize that what you identify as the culturally successful event, while not the best attended or financially rewarding, has had the deepest impact in the community. This may manifest in a hundred small ways that aren’t directly recorded on a balance sheet.

When it comes time to try to build organizational culture around the idea of community engagement, that culturally successful event can provide a great starting point.

Staff can be dubious when new initiatives are introduced so having an example of an event that everyone is proud of provides a set of shared values from which to start a conversation about other efforts in which everyone can feel some degree of investment.

Audience Relations, Info You Can Use, Leadership, New Initiatives, State of the Arts, Terms and Ideas, Working In The Arts

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Drama Is A Choice

September 18, 2013

by:

Joe Patti

You may have heard the phrase, “He who yells first, loses.” This is a rule that is often used in beginning acting classes because anger is an easy emotion to go to when faced by the obstacles presented by the other people in your scene or exercise. In order to force the student to explore and exercise all the options available in human interactions, anger is often removed as a choice.

In many instances in real life, this is also the case. Exploding with anger often indicates that a person feels they have lost control of the situation and are trying to reassert control by overwhelming everyone with an exhibition of rage.

Sometimes, people use crying to achieve the same effect. In either case, there is some degree of drama involved.

Seth Godin reminded me of all these things in a recent post where he essentially says people can only process so much drama before a sense of equilibrium is established that allows them to continue to function in the face of it all. (And unfortunately, as we know, if it is a slow news day, people will create a high sense of drama to fill the vacuum.)

The last line is what really drove it home to me.

“But understand that drama is a choice.”

Arts organizations often operate in a sense of crisis and impending doom. It is easy to forget that some of it is of our own making and a result of the way we choose to perceive and process the world around us.

In fact, there was a recent segment on This American Life that dealt with the personal narrative a Bosnia refugee told himself about all the lucky breaks he had received which lead to his current success.

The high school teacher he credits with giving him the one critical break that allowed him to become a renowned economist says his perception of the entire situation and the seminal incident are almost wholly incorrect. However, it isn’t long before he starts to reweave his narrative to support his belief he has benefited from a long series of lucky breaks.

General Musings, Leadership, Management Philosophy, Working In The Arts

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You Wanna Come Upstairs And See My New Etchings?

September 17, 2013

by:

Joe Patti

There are days like today when I simultaneously feel invigorated to be working in the arts and grossly inadequate for having been remiss in forging relationships and participating in other arts disciplines.

I went to the local museum today to ask them to put up a poster for a show we are going to be presenting in a couple weeks.

I ended up in the executive director’s office briefly chatting about an email I had sent suggesting possibly collaborating on a grant, though I only had a vague idea for a project.

The artistic director burst out asking if I had wanted to see some pieces they had brought back from New Orleans for a show they were going to put together. Suddenly I found myself in an area of the museum I didn’t know existed looking at African ritual masks and other works.

Apparently a university in New Orleans (I believe it was Southern University of New Orleans) has long been the beneficiary of doctors at various hospitals around New Orleans who have brought back works from research trips to Africa.

The university campus was damaged by Hurricane Katrina and now the building which housed these works was about to be renovated. Rather than store the works in a warehouse for the next few years, the university is placing the pieces in the custody of our local museum. The museum in turn is going to organize the works into shows that will be lent out to other museums.

Most of the pieces are still boxed up, but I was fascinated by the stories of the pieces conveniently at hand they were showing me. In my excitement at having the opportunity, I also felt some regret that I had neglected to really explore the visual arts until the last five years or so.

Granted, I recognize that the experience I was having was as much a confluence of personalities and opportunity as my having taken the initiative to make that first visit to the museum. Not every performing arts facility manager is going to be able to walk into a museum and establish a relationship with the directors that results in an exclaimed invitation to explore the contents of shipping boxes.

(Though I had the romantic Indiana Jones-esque notation of wooden crates with artifacts nestled in excelsior versus the rather mundane Uhaul shipping boxes and bubble wrap.)

The dynamics may not exist where a performing arts director can walk into the Museum of Modern Art in NYC and get a backstage tour of the conservators’ workshops.

Still, the overtures for these relationships probably don’t happen enough. I bet Nina Simon would be all over the right opportunity to collaborate with a performing arts organization around Santa Cruz. Maybe this sort of thing hasn’t happened as a result of a sense of rivalry, perhaps out of disinterest, or maybe like everyone else, a sense of intimidation of an unfamiliar art form.

I think we are all getting the sense that the time when we can comfortably work isolated from each other is coming to a close. At the very least, an improved understanding of the flora and fauna of the greater arts ecology is going to be necessary.

Even if they never find a project to work on with each other, arts people from different disciplines can provide useful feedback to one another.

For example, after hearing the interesting story about each of the pieces, I told the directors I hoped they would include that in the display rather than a small plaque saying “Female Rite of Passage Mask, Ibo Society.”

They already intended to have a much more descriptive display, but I think it is valuable to have someone else reinforce the idea that the story is interesting and important to the enjoyment of a piece. Seeing someone enthusiastic about their work can be infectious and energize you about your own.

And if your colleague is excitedly babbling about something that seems entirely obscure and arcane to you, a close relationship can allow you to point that out and guide them to a more accessible discussion of what is interesting about the piece. You are enough of an outsider to be confused by challenging terminology a colleague in their discipline might not catch, but enough of an insider to know where to start providing guidance.

And of course, you can get a new perspective on your own practices. I implied not liking the sparse plaques in museums, but there is a debate in visual arts circles about how much and what type of information to provide and how much to leave up to the viewer.

Have you ever thought about whether your performances are helped or harmed by the amount of information you provide audiences? As an audience member/viewer does it affect your enjoyment to learn that your interpretation of a work is diametrically opposed to that of the creator? Would you be happier not knowing?

Art(ist) Education, Arts in an Age of Technology, General Musings, Leadership, State of the Arts, Working In The Arts

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